STRATEGIC PLAN
EMPOWER & ELEVATE ARTS CONTENTS
OVAC HISTORY
MISSION & VALUES
DEFINING TERMS
STRATEGY OVERVIEW - core challenge - defining terms
PRIORITY 1: ECONOMIC VIABILITY
PRIORITY 2: ADVOCATING FOR THE VISUAL ARTS
OKLAHOMA’S VISUAL COMMUNITY
OVAC BOARD
Doug Sorocco, President, OKC
Jon Fisher, Vice President, OKC
Diane Salamon, Treasurer, Tulsa
Matthew Anderson, Secretary, Tahlequah
Jacquelyn Knapp, Parliamentarian, Chickasha
Barbara Gabel, OKC
Farooq Karim, OKC
Kathryn Kenney, Tulsa
John Marshall, OKC
Kirsten Olds, Tulsa
Russ Teubner, Stillwater
Chris Winland, OKC
OVAC STAFF
Rebecca Kinslow, Executive Director
Fernando Calvillo, Community Relations Director
Karis Chambers, Marketing & Membership Manager
Ariana Weir-Temoshok, Administrative & Artist Relations Manager
OVAC HISTORY
OVAC has been instrumental in advancing educational programming and building crucial connections for Oklahoma artists. Over its extensive history, the organization has provided career-building skills training to over 1,500 artists statewide. In addition to Artist’s Inc., a key monthly OVAC initiative, Artist Survival Kit (“ASK”), delivers comprehensive business-oriented workshops, artist forums, and personalized professional development office hours. Acknowledging artists as entrepreneurs and small businesses, OVAC provides access to the essential skills required to manage the business side of their artistic practices, covering topics such as taxes, legal issues, marketing, human resources, procurement, and governmental grant opportunities and responsibilities in various learning formats.
Dedicated to enriching Oklahoma’s arts ecosystem, OVAC has also demonstrated success in organizing training programs such as Art 365, Concept, and the Oklahoma Art Writing and Curatorial Fellowship that all exist to incubate, encourage, and strengthen the next generation of writers, curators, and community-based artists who identify across a broad spectrum of identities have historically been underserved. Each year-long program provides cohortbased educational opportunities during which participants hone their professional skills while working with acclaimed subject matter experts in their chosen fields.
RETROSPECTION
OVAC’s commitment to equity and inclusivity is further demonstrated through funding grants for individual artists, reaching underserved individuals for new works, professional development, and educational opportunities to advance their careers. For example, OVAC’s Thrive Grants program, funded through a partnership with the Andy Warhol Foundation for the Visual Arts, clearly demonstrates its dedication to fueling innovation and artistic growth. Grants of up to $10,000 are awarded to artists from underserved or emerging communities to fund collaborative, community-based projects that are open and accessible to the public. OVAC also provides opportunities for peer networking and mentorship during these year-long projects.
Across all of these initiatives, OVAC has a proven capacity to deliver educational and funding programs intended to serve artists across a broad spectrum of identities including race, gender, age, socio-economic status, and ability levels while also developing the awareness that they are part of our community’s broader entrepreneurial and economic ecosystems. Not only are they an artist, but they are businesses–hiring employees, purchasing materials and real estate, and improving the social and cultural cohesiveness of the entire community.
Since inception, OVAC has been driven by a singular mission to meet the evolving needs of artists across Oklahoma. With a dedicated yet small team, OVAC has passionately developed programs and initiatives aimed at addressing the immediate needs of artists as identified by our staff. This approach, while well-intentioned, often led us to operate reactively, spreading our resources thin and somewhat diluting our long-term vision. The outcome was a plethora of valuable initiatives that, despite their immediate benefits, lacked a cohesive strategy to capture and articulate their intended long-term impacts on the visual arts community in Oklahoma.
Recognizing these challenges, OVAC underwent strategic realignment through the development of a comprehensive strategic impact plan. This plan signifies our recommitment to our core mission, ensuring that every programmatic initiative is intentionally designed to support the visual arts community in meaningful and sustainable ways. Through this document, we articulate OVAC’s renewed vision and strategic direction, guided by a carefully constructed theory of change model. This model aims to amplify our impact within the state, even with our limited staff resources, by focusing on the true needs of artists and the visual arts ecosystem.
OUR PATH FORWARD
As we look to the future, OVAC is working to more accurately capture artists’ true needs across Oklahoma and devising metrics to evaluate the positive community impacts of artists statewide. To achieve this, we focus our efforts on two main strategies: workforce development and advocacy, each with specific sub-categories driven by targeted research questions. Over the next three years, OVAC will engage with artists statewide to gather insights that inform the development, impact, and needs of the arts, identifying precise areas for our intervention and support.
OUR MISSION
The mission of the Oklahoma Visual Arts Coalition (OVAC) is to grow and develop the Oklahoma visual arts community through education, promotion, connection, and funding. Founded in 1988, OVAC is a non-profit organization that supports visual artists living and working in Oklahoma, while promoting public interest in the arts and helping people of all ages understand the visual arts.
This transition marks a pivotal moment for OVAC, signaling a shift from a reactive to a proactive approach. We intend to build a resilient and vibrant arts ecosystem that supports artists today and prepares them for tomorrow’s challenges and opportunities. Through targeted research, strategic planning, and community engagement, OVAC is poised to redefine its role and impact in Oklahoma’s visual arts landscape, ensuring a sustainable and thriving future for artists and the communities they enrich.
OUR VALUES
OVAC firmly believes in the transformative power of visual arts and the impact it has on its artists and communities. At the heart of every decision lies a belief that:
Art provides value. Art creates a positive economic impact
Art raises the quality of life
Art is essential
These values underscore OVAC’s commitment to championing the arts as a fundamental element of a thriving society.
STRATEGY OVERVIEW
OVAC has always been committed to championing the success of independent artists throughout Oklahoma. However, shifting economic, social, and technological dynamics have presented numerous challenges within the artistic ecosystem. To ensure that OVAC is providing responsive, mission-driven services that contribute toward the advancement of the Oklahoma arts community, the board and staff have developed a strategic impact plan.
Oklahoma Arts Management Solutions (OKAMS), an artsbased research firm, was hired to lead OVAC through this pivotal undertaking. Specifically, the planning process implemented a Theory of Change model to identify the core outcomes that OVAC plans to achieve over the course of the next several years.
A Theory of Change addresses:
A challenge that exists within a community. The change that must occur to meet the identified need (outcomes).
And the ways in which the organization plans to achieve those changes (tactics).
Throughout this process, it was discovered that significant realignment was necessary between board and staff to form a cohesive understanding as to why and for whom OVAC exists. By engaging in structured conversations with staff and board, it was collectively determined that OVAC is best equipped to prioritize areas of workforce development and advocacy as it relates to independent artists throughout Oklahoma. Both of these areas were then further outlined with three core objectives pertaining to the respective goal, each followed by an objective detailing its unique outcomes and tactics.
Serving as the foundation of the theory of change model, OVAC is turning its attention toward building relationships with artists statewide, ensuring its resources are developed to meet the unique needs differing communities within each region. OVAC is committed to gathering and analyzing more focused, in-state data over the next three years. This is accomplished through key investigative questions that by approaching their work through key investigative questions. The theory of change which will be used to measure OVAC’s success in achieving its stated impact, and it will provide a new, focused source of data on Oklahoma’s arts ecosystem.
By selecting a key focus areas and identifying its true target audience, OVAC can strategically direct its resources toward programs that are most vital in addressing the identified challenges. This focused approach ensures that the organization allocates its limited resources—be it financial, human, or time—where they can have the most significant impact.
THE CORE CHALLENGE
The creative ecosystem’s rapid evolution is impeding individual artists’ growth and the development of an equitable and sustainable arts community.
How can OVAC effectively design and implement strategic initiatives to bridge the gap in workforce development and enhance advocacy efforts, thereby equipping Oklahoma’s visual artists with the necessary career-building skills and community recognition to thrive both creatively and economically within the state’s evolving art and cultural landscape?
Rapid Evolution
This term encapsulates the dual challenge artists face today. Firstly, artists must swiftly adjust to changing market and funding conditions. Secondly, an imperative need to educate communities about the ever-evolving trends in the arts, and how artists require support to navigate these changes effectively.
Equitable
Recognizing the multifaceted barriers that artists encounter, from economic constraints to geographical disparities, ‘equitable’ reflects OVAC’s dedication to providing tailored resources and opportunities for artistic development and advocating for systemic changes to dismantle these barriers. This commitment ensures the empowerment of individual artists and the pursuit of a broader, structural transformation within the art ecosystem.
WHO IS AN ARTIST? DEFINING TERMS
Sustainable
This term highlights OVAC’s focus on fostering a stable, enduring arts community. It’s about creating supportive structures that ensure artists’ careers are not just momentarily successful but can adapt, evolve, and withstand the test of time. Prioritizing sustainability means committing to a strategic, forward-looking approach, ensuring the arts community survives and thrives amidst future challenges and changes.
OVAC is defining an artist as a creative professional actively engaged in the visual arts sector, encompassing a broad spectrum of individuals who innovate, conceptualize, and manifest artistic visions. This definition encompasses visual artists, curators, arts writers, and other creative professionals who contribute to the vibrancy of the visual arts ecosystem. These individuals shape the aesthetic landscape and drive the economic vitality and cultural vitality of communities.
OVAC commits to nurturing these talents, offering pathways for skill enhancement, career development, and self-defined success within the expansive and diverse field of visual arts.
01: ENHANCE THE ECONOMIC VIABILITY OF OKLAHOMA’S DIVERSE VISUAL ARTS COMMUNITY
CURRENT STATE
In the current landscape, Oklahoma’s emerging and established artists find themselves navigating their careers amidst a significant gap in essential business and entrepreneurial skills. With its technological advancements and shifting consumer preferences, the rapidly evolving arts landscape continually redefines the norms of art creation, distribution, and consumption. Artists, while adept in their creative pursuits, seek to enhance their ability to manage the commercial aspects of their art, leading to a broader challenge in developing a diverse and economically sustainable arts community.
VISION STATEMENT
OVAC envisions a thriving arts community where artists are proficient in both their creative and professional endeavors. Artists will possess comprehensive business management, marketing, and financial planning knowledge, complementing their artistic talents. A well-connected arts community will prevail, providing ample opportunities for mentorship, professional networking, and collaborative projects, fostering a diverse and economically robust arts sector.
OBJECTIVE 1.1
ENHANCE THE CREATIVE WORKFORCE
Facilitate professional development among artists by providing resources that instill best business practices, ultimately impacting artists’ career success and financial sustainability.
Research Question: What measurable improvements in business and entrepreneurial skills can artists achieve through OVAC’s programs?
TACTICS
External
• 1.1.1 Provide artists with access to financial resources and business development opportunities enabling them to carry out projects that contribute to advancing the creative workforce.
• 1.1.2 Create a comprehensive on-demand digital platform offering resources, guides, tutorials, and webinars focused on business skills and entrepreneurship in the arts.
• 1.1.3 Conduct regular learning opportunities covering essential business skills such as financial management, marketing, branding, and strategic planning.
Internal
• 1.1.4 Cultivate and maintain statewide artist relationships to discern the most effective resources for skill enhancement.
• 1.1.5 Create metrics to assess gains in artists’ business and entrepreneurial competencies.
• 1.1.6 Evaluate OVAC’s programs to determine those with the most significant impact on artists’ business development.
OUTCOMES
Short-term
Artists demonstrate a significant increase in their understanding and knowledge of business principles, financial management, and marketing strategies.
Med-term
Artists consistently apply the business skills learned, leading to improved management of their careers, including more strategic marketing and financial planning.
Long-term
The arts community witnesses a marked improvement in artists’ economic stability and success, attributed to the application of solid business practices and entrepreneurial skills.
OBJECTIVE 1.2
ESTABLISH AND EXPAND SUPPORTIVE NETWORKS AND RESOURCES FOR ARTISTS STATEWIDE
Build and broaden the availability of robust networks and resources, ensuring artists across Oklahoma have the support and opportunities needed to succeed and grow professionally
Research Question: What are the observable outcomes in local cultural development when artist’s professional networks are expanded within their communities?
TACTICS
External
• 1.2.1 Organize regional networking events for artists to build connections among peers, galleries, businesses, and arts supporters.
• 1.2.2 Create and maintain digital networking strategies such as an online directory of artists, art services, and resources that are made available to artists across the state.
• 1.2.3 Identify and develop collaborative opportunities designed to foster partnerships between artists and local businesses, nonprofits, and government agencies.
Internal
• 1.2.4 Build OVACs network with artists and program partners across the state by identifying and cultivating relationships.
• 1.2.5 Identify critical indicators of observable outcomes that occur when artists’ networks are expanded.
• 1.2.6 Develop a longitudinal study that tracks artists’ involvement in and impact on communities over time.
OUTCOMES
Short-term
Artists report feeling more connected and supported through increased participation in networking events, collaborative projects, and the use of digital platforms.
Med-term
Local community organizations, businesses, and civic leaders actively seek partnerships with artists, recognizing their value to the community and the local economy.
Long-term
The arts community is visibly more robust and economically vibrant, with artists playing a central role in community life and local development.
OBJECTIVE 1.3
ADVANCE MARKET ADAPTATION AND
RESPONSIVENESS FOR
ARTISTS
Develop and implement targeted initiatives to equip artists with the skills and insights needed to navigate and thrive in the rapidly evolving market landscape.
Research Question: How does this skill development impact their professional success and economic stability?
TACTICS
External
• 1.3.1 Communicate with artists about emerging trends in the market for artists to make informed business decisions.
• 1.3.2 Develop and distribute resources on flexible business strategies for artists to navigate market changes.
• 1.3.3 Encourage interdisciplinary and cross-sector projects to explore new markets and collaborative opportunities.
Internal
• 1.3.4 Provide opportunities for staff training to stay informed about emerging market trends and adaptation responses to then share with artists.
• 1.3.5 Create metrics to assess artists’ abilities to successfully navigate changing markets, leading to professional success and economic stability.
OUTCOMES
Short-term
Artists demonstrate a heightened awareness of market trends and consumer behavior, leading to more informed artistic and business decisions.
Med-term
Artists exhibit increased confidence in managing market volatility, reflected in their sustained business operations and creative outputs.
Long-term
Recognition of Oklahoma artists as trendsetters and market leaders in the art sector, driven by their adeptness at market adaptation and responsiveness.
02: ADVOCATING FOR THE VISUAL ARTISTS
CURRENT STATE
While individual artists and creative workers form a vibrant and essential part of Oklahoma’s cultural and economic fabric, their unique contributions must be fully appreciated and leveraged at the policy and community levels. The lack of recognition and support undermines the potential of these artists to enrich the local culture further and contribute to the broader economy. This presents a critical opportunity for targeted advocacy efforts to amplify the voice of individual artists, ensuring their significant role is acknowledged and celebrated in enriching Oklahoma’s arts and cultural landscape.
VISION STATEMENT
OVAC envisions a future where individual artists and creative workers in Oklahoma receive robust recognition and support from both policy initiatives and community advocacy. In this ideal scenario, a profound understanding of these artists’ economic and cultural impact is reflected in comprehensive data collection, inclusive policy-making, and active community engagement. Local communities and businesses celebrate and leverage the contributions of individual artists, recognizing their role in enhancing community life and contributing to economic diversity. This multifaceted advocacy approach ensures that individual artists are valued as integral contributors to the state’s cultural richness and economic vitality.
OBJECTIVE 2.1
CULTIVATE SELF-ADVOCACY AND COLLABORATIVE SUPPORT AMONG ARTISTS
Develop and implement targeted initiatives to equip artists with the skills and insights needed to navigate and thrive in the rapidly evolving market landscape.
Research Question: How does this skill development impact their professional success and economic stability?
TACTICS
External
• 2.1.1. Host events that spotlight local artists, inviting community leaders to attend and support.
• 2.1.2 Form partnerships with advocacy organizations to share the sustainability needs of artists in policy-making.
• 2.1.3 Capture and communicate artists’ economic and cultural impact on Oklahoma and their specific communities.
Internal
• 2.1.4 Create metrics to capture and communicate artists’ economic and community impact across the state.
• 2.1.5 Leverage media outlets to highlight artists involved in OVAC’s events and programs across the state, branching outside of the Oklahoma City area.
• 2.1.6 Attend local government meetings to advocate on behalf of arts-friendly policies.
OUTCOMES
Short-term
Legislators, policymakers, and community leaders demonstrate increased awareness and understanding of the contributions of individual artists to the economy, culture, and quality of life in the state.
Med-term
Policymakers begin integrating the needs and contributions of individual artists into policy and law, reflecting a shift in public policy towards more artist-inclusive considerations.
Long-term
A significant increase in policy and community support is observed, with artists experiencing a positive, nurturing environment created by policies and laws that protect and encourage their artistic businesses/practices.
OBJECTIVE 2.2
CULTIVATE SELF-ADVOCACY AND COLLABORATIVE SUPPORT AMONG ARTISTS
Equip artists with the tools and platform to assert their rights and needs while building a mutual assistance network, ensuring they actively contribute to shaping Oklahoma’s cultural and economic landscape.
Investigative question: What tools and methods can OVAC employ to quantify the economic and cultural contributions of individual artists in Oklahoma?
TACTICS
External
• 2.2.1. Organize community forums for artists to discuss their challenges and opportunities in the field.
• 2.2.2. Provide resources for artists on legal rights and advocacy tactics.
• 2.2.3. Keep artists informed on policies that will affect their work, with specific action steps on how they can self-advocate.
Internal
• 2.2.4. Develop a comprehensive survey for artists to capture data on their economic activities and cultural impact.
• 2.2.5. Implement a database to track and analyze artist contributions and project outcomes over time.
• 2.2.6. Conduct case studies on successful artist initiatives to document their impact on local communities and economies.
OUTCOMES
Short-term
Artists actively engage in self-advocacy and establish networks within their communities, leading to a more unified and empowered artist community.
Med-term
Artists enhance their networks and influence by educating each other and the broader community about their unique impact, leading to more idenformed and artist-supportive decisions in various sectors.
Long-term
Artists possess the knowledge and confidence to advocate for their communities at higher-level areas where social policy is enacted, leading to a broader recognition of their crucial place in Oklahoma’s social and cultural climate.
OBJECTIVE 2.3
ENGAGE DIVERSE COMMUNITIES AND
PERSPECTIVES
Identify and address barriers to artist participation and growth statewide and work to strengthen pathways of support for traditionally under-resourced artists.
Investigative Question: How can OVAC make the arts sector more equitable and accessible across the state?
TACTICS
External
• 2.3.1. Collaborate with local and statewide organizations to address and eliminate obstacles artists encounter in accessing services, providing targeted support and resources.
• 2.3.2 Initiate outreach in under-resourced communities to elevate engagement and raise awareness within artist populations.
• 2.3.3. Establish regional artist advocate roles to address local artists’ unique challenges and tailor OVAC programming to regional needs.
Internal
• 2.3.4 Implement listening and feedback sessions to refine OVAC’s equity practices.
• 2.3.5. Systematically identify and analyze the needs of artists in under-resourced communities.
• 2.3.6. Review and amend internal policies to ensure they do not hinder artist participation.
OUTCOMES
Short-term
Artists from under-resourced communities exhibit increased awareness and engagement with OVAC’s programs, indicating a shift in perceptions and accessibility.
Med-term
Artists from traditionally under-resourced backgrounds actively utilize support mechanisms, demonstrating enhanced artistic productivity and community involvement.
Long-term
A notable increase in participation, recognition, and success of diverse artists’ identities is observed, reflecting a more equitable and accessible art sector across the state, aligning with OVAC’s vision of a diverse and economically robust arts community.